Abstracts
Résumé
Alors que les grandes entreprises accordent une place croissante aux indicateurs fournis par les outils marketing pour assurer leur succès, cet article vise à montrer que le rôle de cette discipline dans la réussite de la petite entreprise concurrentielle peut être variable. Selon l’avantage concurrentiel recherché, la capacité organisa- tionnelle et l’environnement concurrentiel, le dirigeant peut accorder au marketing une place essentielle ou bien marginale dans sa stratégie.
Pour mieux comprendre comment s’établit puis évolue cette relation, une enquête qualitative longitudinale a été réalisée auprès de 10 petites entreprises du secteur agroalimentaire.
L’analyse évolutive montre que la relation entre marketing et avantage concurrentiel n’est pas figée. Cette enquête confirme que la petite entreprise peut réussir sans engager des moyens massifs dans une démarche marketing.
Mots-clés :
- Avantage concurrentiel,
- Marketing,
- Petite entreprise,
- Compétence,
- Capacité,
- Capabilité,
- Clients,
- Dirigeant
Abstract
While big companies give a growing place to the indicators provided by marketing tools in order to guarantee their success, the aim of this article is to show that the part of this discipline in the success of the small-sized competitive company could be variable. According to the competitive advantage requested, the organizational capacity and the competitive environment, the manager can give to marketing an essential or marginal place in his strategy.
In order to understand better the way this relation sets up and then evolves, a longitudinal qualitative survey has been carried out on ten small-sized companies of the food sector.
The evolutive analysis shows that the relation between marketing and competitive advantage is not frozen. This survey confirms that the small-sized company can succeed without investing substantial means in a marketing approach.
Resumen
Mientras que las grandes empresas conceden un puesto creciente a los indicadores proporcionados por los instrumentos de marketing para asegurar su éxito, este artículo muestra que el papel de esta disciplina en el triunfo de la pequeña empresa competidora puede ser variable. Según la ventaja competitiva deseada y buscada, la capacidad organizacional y la atmósfera competitiva, el director puede conceder al marketing una posición esencial o marginal en su estrategia.
Para comprender mejor como se establece y progresa esta relación, una encuesta de cualidad longitudinal fué realizada acerca de diez pequeñas empresas del sector agroalimentario.
El análisis evolutivo muestra que la relación marketing/ventaja competidora no está fijada. Esta encuesta confirma que la pequeña empresa puede lograr sin emplear medios importantes en un proyecto marketing.
Zusammenfassung
Im Gegensatz zu den Grossbetrieben, welche die Marketinginstrumente als entscheidend betrachten um den Unternehmenserfolg zu sichern, zeigt dieser Artikel, dass die Marketinginstrumente beim Erfolg von kleinen Unternehmen unterschiedlich zu beurteilen sind. Je nach Konkurrenzvorteil, der organisatorischen Kapazität und der Konkurrenzumwelt kann der Unternehmensleiter dem Marketing einen entscheidenden Platz oder eine Nebenrolle in seiner Strategie zuordnen.
Um die geschilderten Zusammenhänge besser zu verstehen, wurde eine qualitative Langzeituntersuchung bei zehn kleinen Nahrungsmittelbetrieben realisiert.
Die Analyse zeigt, dass die Beziehung Marketing/Konkurrenzvorteil nicht unumstösslich belegt werden kann. Die Untersuchung bestätigt, dass kleine Unternehmen Erfolg haben können ohne grosse Marketinginvestitionen.
Appendices
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